Abstract
Clinical laboratories are integral to the clinical research industry for the development of new drugs. This extends to testing of medical interventions using human or animal participants. Significant support by the clinical laboratory includes diagnostic services to patients to ensure the timely availability of laboratory test results for patients. Historically, clinical laboratories in developed countries have done all specialised testing for clinical research purposes. The more specialised diagnostic testing has been referred to clinical laboratories in the high-income countries from the low- to medium-income countries. This is due to the unavailability of specialists or the relevant equipment and reagents to carry out these procedures in the latter countries.
Theorists have found that the Fourth Industrial Revolution (4IR) has brought technology to the doorstep of low- to medium-income nations. This allows these countries to have access to previously inaccessible innovative technological advancements. Recent investigations into the progression of the clinical laboratory industry has shown that continuous advancements in both the equipment, software and overall training of operators in a strategically competitive way equips the facility with the right tools to provide similar or even better services than their competitors, regardless of location.
This study sought to determine the possibility of equipping a clinical laboratory in a medium-income country with goal-driven strategic interventions to acquire the latest equipment and software driven by the 4IR, and thus to investigate the possibility of increased competitiveness globally. The case study involved interviewing a sample of staff from a clinical laboratory to determine their knowledge and the advancement in the strategic implementation of technology to compete for work with other facilities globally. Their responses showed that a clinical laboratory can be more competitive with a 4IR-driven management strategy linked to a set of goals.
The strategy of the case study clinical laboratory to gain competitive advantage entailed limited use of technology and goal setting, possibly owing to cost implications or inadequate knowledge of leveraging on similar tools. Several alternatives for the clinical laboratory are identified in this study, such as to increase recognition, leading to more participation in medical research through localisation of diagnostic or research laboratory testing.